Name: Lyft’s Ride to Profit
Uploaded: 2025-09-05T15:53:00Z
Duration: 6 min 50 s
Description: Jack talks to Lyft CEO David Risher about the company's turnaround, autonomous driving, and whether they can beat rideshare's biggest company.

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Jack talks to Lyft CEO David Risher about the company's turnaround, autonomous driving, and whether they can beat rideshare's biggest company.

https://m.wsj.net/video/20250905/fbe3612b-7cc7-4574-ad67-a7e7de671d0b/1/hls/manifest-hd-wifi.m3u8

Lyft’s Ride to Profit

How do you play catch up with a company like Uber, or is that even on your mind?

So it's not my focus, and I'll tell you why. I think what's really happening is people have a mindset and I just think it's wrong. I think it's a winner take all mindset. And I think this marketplace works super well with two players. That's what you want. You want riders having a choice between different apps you have, you want drivers having a choice. And both of us are gonna grow. And this is where I'll stop, which is there are 160 billion rides in the United States that people take in their private cars. We maybe do, you know, a couple million a day, so maybe 800 million a year. The other guys maybe do 1 1/2 billion a year. So maybe it's 2 1/2 billion between the two of us. 2 1/2 billion is tiny. And so that's why when people focus, I think on the sort of the back and forth versus the other guys, I think in a little way it misses the point. I think both companies are gonna do super well, and I look at the transformation we've gone through, we're just getting started, but it's night and day.

How do you balance wanting to be free cash flow positive, wanting to maybe grow free cash flow, but having to invest in the business to stay competitive and to, you know, continue growing.

Yeah, so the thesis that I've always had is customer obsession is what's gonna drive our profitable growth. And it's what's made us profitable, and it continues to help us grow. What does that look like? That looks like having prices that are absolutely competitive. So you just have to, you know, there's no playing around there. You gotta have competitive, and you have to have reliable prices too. We've done such work to bring down primetime, what's we call it, surge pricing. So that's really an important competitive dynamic that we're very focused on. You have to innovate, right? We just launched Lyft Silver, which is for the 60 million people in the United States who are 60 years or older. And we wanted to get out and have a great life. We've launched price lock, which allows you to lock in prices. We've launched driver earnings guarantee. All of these things, you know, they're not necessarily expensive from a cash perspective, it's just resource allocation, getting the employees to work on innovation. But that combined with customer obsession and sort of excellence, operational excellence, is what grows a business like this week after week, month after month, year after year. So it's a funny thing, you know, you mentioned cash, as I say, I think we produced about $993 million of cash generated over the last 12 months. And that was, you know, frankly so much cash that we were able to buy back shares, a couple of million dollars of shares, we decreased our active share account, so we're actually deploying cap. We don't have to make a trade off between innovation and cash. We've got plenty of innovation and we've got plenty of cash and we can use it even to return capital to shareholders through buybacks.

Well, you've started to answer my next question, which is how you compete rider by rider with Uber. What do you offer that allows you to lure customers out? You mentioned price is super important. I'd imagine there's a lot of riders who are, they're checking one app, and they see the price, and they say, okay, let me check the other app. Let me compare. Do you see that happening a lot?

So I love the way you're saying that because it actually is exactly our new tagline, which is so simple. Check Lyft, check Lyft, check Lyft. So I will argue that we have a better service. I will argue that all day long. If you look over the last year, our ETAs, that's how fast we pick you up, are faster than the other guys. Our pricing is always competitive. We actually try to price a little bit less, you know, we're talking one to 2%. You can't really afford to do much more than that, but just a little bit less than we can. We have a driver satisfaction score, as I just mentioned, that's much higher than the other guys. And that translates into frankly, friendlier drivers, and better service. So there are all kinds of ways we'll argue that we have a better service. But even if you don't concede that, and some people do, and then maybe some people you know don't, if all you do is have both apps on your phone and you check both, we're gonna be at 50% share or more. Because guess what, it turns out that both services they both are good. I'll give my competition some credit for it.

What's the latest thinking on the timeline for self-driving, ride hailing, self-driving Lyfts, a lift without a human driver? I'm sure companies are doing that in some markets, but when is it gonna be ubiquitous?

I think self-driving cars are awesome. They're awesome. I think they're gonna be awesome for people and I think they're gonna be great for ride share. Because it's a new product in the marketplace that is a safe product. It's an innovative novel product. You know, it has some advantages. You can be in the car and not worry about someone else listening to your phone conversation, for instance. It also has some disadvantages. You know, you won't be able to get help with your luggage. You won't be able to have, you know, when I ask people about their best Lyft rides, often it's, I had this great conversation with a driver. I didn't even want to. And then I found myself drawn in and then I can't stop thinking about it. Now on timing, the self-driving car is gonna be limited by two things. One is, well, three things I guess. One is adoption, just how interested people are. Some people are, some people aren't. The second will absolutely be regulatory, you know, some regulators will be excited about it. Some cities will embrace, others will say, you know, we don't mind lagging. And then the third will just be flat out supply. You know, these are very expensive cars. And the cars themselves are expensive, and then the technology you put on top of them is expensive and that will come down over time. But you have to get to a certain amount of scale there. I, you know, most estimates say that maybe in the next couple three, four years, you might have 20 to 30,000 of these cars around. Which is, we have 1.5 million drivers in the platform. So that's just a very long way of saying, I think it'll be uneven. Some cities will embrace it fast. But I think if you're talking about ubiquity, you're talking about, kind of 20, 30 ish, or maybe even a little bit beyond.

Just tell me about your ambition looking forward over the next, let's say, five years, or however long you want to put it. How will we know that David's time running Lyft has been a smashing success? What is it that you want to achieve there?

I want Lyft to be one of the comebacks of the ages. And I look at all the new riders we have, all the new drivers we have, all the frequency that's being driven, all the sort of business metrics. But maybe even more importantly, you know, you look out a couple of years and I see a whole new standard of service that we can provide for all of our riders and drivers. And then as self-driving cars come on the platform, this whole new technology supply that's gonna come not just in the United States by the way, but in Europe we have an agreement with BYD to bring their cars, you know, across Europe as well. So I think the world is gonna completely change over the next couple years, and I think our business is gonna be, as I say, just a gigantic comeback. Super, super excited to see it happen.

Lyft’s Ride to Profit

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